Secretariat of the National Security and Intelligence Committee of Parliamentarians 2021-22
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Secretariat of the National Security and Intelligence Committee of Parliamentarians 2021–22 Departmental Plan The Hon. Pablo Rodriguez, P.C., M.P. Leader of the Government in the House of Commons
© Her Majesty the Queen in Right of Canada, as represented by the Leader of the Government in the House of Commons, 2021 Departmental Plan 2021-22 ISSN 2561-5661 Catalogue CP100-1E-PDF
Table of contents
From the Executive Director............................................................... 1
Plans at a glance .............................................................................. 3
Core responsibilities: planned results and resources, and key risks ......... 5
Parliamentary review of national security and intelligence activities .. 5
Internal Services: planned results .................................................... 11
Spending and human resources........................................................ 13
Planned spending ..................................................................... 13
Planned human resources.......................................................... 15
Estimates by vote..................................................................... 15
Future-oriented Condensed statement of operations ..................... 16
Corporate information ..................................................................... 17
Organizational profile ................................................................ 17
Raison d’être, mandate and role: who we are and what we do ....... 17
Operating context .................................................................... 18
Reporting framework ................................................................ 19
Supporting information on the program inventory .............................. 21
Supplementary information tables .................................................... 21
Federal tax expenditures ................................................................. 21
Organizational contact information ................................................... 21
Appendix: definitions ...................................................................... 23
Endnotes ....................................................................................... 272021–22 Departmental Plan
From the Executive Director
It is my pleasure to present the 2021-22 Departmental Plan of the Secretariat of the National
Security and Intelligence Committee of Parliamentarians.
The Secretariat assists the National Security and Intelligence Committee of Parliamentarians in
fulfilling its mandate of reviewing Canada’s national security and intelligence community.
The Secretariat will continue to support the Committee’s two current reviews of the national
security and intelligence activities of Global Affairs Canada, and the Government of Canada’s
framework and activities to defend it systems and networks from cyber attack. The reviews were
announced in September 2020, and the Committee anticipates submitting them to the Prime
Minister in 2021.
The Secretariat will support the Committee’s decision-making on which reviews to conduct in
2021-22 and assist in the conduct of those reviews. This will include working with the
Committee to build its knowledge of Canada’s security and intelligence community. We will
also support its engagement with academics, non-governmental experts and other civil society
actors to obtain a diverse range of perspectives on the issues of national security and intelligence,
and to discuss the interplay of rights, freedoms and security.
In contributing to the Committee’s forthcoming review plan, the Secretariat will support the
Committee’s focus on issues of accountability, efficacy and democratic principles. Ultimately,
the work the Secretariat does to support the Committee enhances the performance and
accountability of Canada’s security and intelligence apparatus and strengthens public knowledge
of issues that are of profound importance to Canadians.
We look forward to supporting the Committee’s agenda for 2021-22.
Sean Jorgensen
Acting Executive Director
Secretariat of the National Security and Intelligence Committee of Parliamentarians 12021–22 Departmental Plan 2 From the Executive Director
2021–22 Departmental Plan
Plans at a glance
The National Security and Intelligence Committee of Parliamentarians (NSICOP) has the broad
mandate to review the legislative, regulatory, policy, administrative, and financial framework for
national security and intelligence. It may also review any activity carried out by a department or
agency that relates to national security or intelligence, as well as any matter relating to national
security or intelligence referred to it by a minister of the Crown. The Committee is composed of
up to eight Members of the House of Commons and up to three Senators, each of whom must
obtain a Top Secret security clearance to fulfill their responsibilities.
Each year, the Committee must submit a report of the reviews it conducted during the preceding
year to the Prime Minister. The Committee may also produce special reports on any matter
related to its mandate at any time. The Prime Minister must table these reports in both Houses of
Parliament.
In September 2020, NSICOP announced two reviews as part of its 2020-21 review schedule. The
first is an examination of the national security and intelligence activities of Global Affairs
Canada. The second is a review of the Government of Canada’s framework and activities to
defend its systems and networks from cyber attack. Both reviews will be concluded in 2021.
The Secretariat anticipates that the Committee will determine its forthcoming review schedule
early in the 2021-22 fiscal year. In support of this, the Secretariat will prepare a number of
review proposals for the Committee’s consideration.
In addition to supporting the Committee’s reviews, the Secretariat will continue to support the
Committee’s engagement with security and intelligence stakeholders. It will facilitate briefings
with senior Canadian intelligence and security officials and support the Committee’s engagement
with academics, non-governmental organizations and civil rights actors to help build a broader
perspective on the issues facing the security and intelligence community.
Finally, the Secretariat plans to implement its new Departmental Results Framework beginning
in 2021-22. This is a key tool for tracking and communicating the Secretariat’s results and
financial information to parliamentarians and the public.
For more information on the Secretariat of the National Security and Intelligence Committee of
Parliamentarians’ plans, priorities and planned results, see the “Core responsibilities: planned
results and resources, and key risks” section of this report. The Committee’s past reports can be
found on its website. i
Secretariat of the National Security and Intelligence Committee of Parliamentarians 32021–22 Departmental Plan 4 Plans at a glance
2021–22 Departmental Plan
Core responsibilities: planned results and resources, and
key risks
This section contains detailed information on the department’s planned results and resources for
each of its core responsibilities. It also contains information on key risks related to achieving
those results.
Parliamentary review of national security and intelligence
activities
Description
The core responsibility of the Secretariat is to ensure Parliamentary review of national security
and intelligence activities in Canada thereby contributing to enhanced transparency and
accountability of the national security framework.
Planning highlights
As its overarching result, the Secretariat will directly contribute to the enhancement of
transparency and accountability of Canada’s national security framework. In support of this
outcome, the Secretariat will focus its efforts in 2021-22 on supporting the Committee’s reviews.
It will ensure that the Committee’s annual report includes reviews it conducted in the preceding
year, and that it is delivered to the Prime Minister on or before December 31, 2021.
In the initial stage of 2021-22, the Secretariat will support the Committee as it finalizes its
ongoing reviews. In September 2020, the Committee announced two reviews: an examination of
the national security and intelligence activities of Global Affairs Canada, and a review of the
Government of Canada’s framework and activities to defend its systems and networks from
cyber attack. Both reviews will be concluded and provided to the Prime Minister in 2021.
The Secretariat will also facilitate the Committee’s engagement with national security and
intelligence stakeholders. It will organize briefings with senior officials within Canada’s security
and intelligence community on subjects pertinent to the Committee’s work. The Secretariat will
also support the Committee’s engagement with academics, non-governmental organizations and
civil rights actors to help build a broader perspective on the issues facing the security and
intelligence community.
The second phase of Committee activity will consist of considering and approving the
Committee’s 2021-22 review schedule. The Secretariat will propose framework and activity
reviews, two types of reviews under the Committee’s three-part mandate.
• Framework reviews consider broad topics which involve a number of departments in the
security and intelligence community. They focus on how government departments work
Secretariat of the National Security and Intelligence Committee of Parliamentarians 52021–22 Departmental Plan
on issues of common interest (for example, government strategies or approaches), how
they cooperate, and the roles they play individually and in collaboration with other
departments.
• Activity reviews consider the specific security or intelligence activities conducted by a
single organization. The reviews focus on what those activities are, the authority structure
underpinning them, and the mechanisms in place for their governance and accountability.
These reviews also consider the role that other departments play in these activities, or
how the activities of those departments compare to the one being reviewed.
In support of the Committee’s activities and at the Chair’s direction, the Secretariat will arrange
all steps of the review process. Secretariat staff will draft the terms of reference for each of the
Committee’s reviews and receive documents from departments in support of the review.
Secretariat staff will conduct research and analysis to develop the reviews for Committee
consideration and approval. The Secretariat will also organize briefings and appearances with
members of the security and intelligence community. Based on the Committee’s direction, the
Secretariat will revise the reviews and distribute a draft copy to appropriate departments for fact-
checking and comment. Once further revised and approved by the Committee, the Secretariat
will deliver the final consolidated report to the Prime Minister and relevant Ministers. Following
consultations between the Prime Minister and the Chair of the Committee, the Committee will
direct the Secretariat to revise the report to remove injurious information. Finally, the Secretariat
will organize the printing of the public report for tabling by the Prime Minister in Parliament and
the subsequent publication and distribution processes.
With a broad mandate, access to classified information, and the independence to set its own
agenda, the Committee will continue to strengthen Parliamentary scrutiny while enhancing
democratic accountability of national security and intelligence issues and organizations.
Gender-based analysis plus
In 2019-20, the Committee completed a review of diversity and inclusion across Canada’s
security and intelligence community. More specifically, the review provided a baseline
assessment of the degree of representation of women, Aboriginal peoples, members of visible
minorities and persons with disabilities within the core organizations of the security and
intelligence community. The review also examined the goals, initiatives, programs and measures
that departments and agencies have taken to promote diversity and inclusion. The Committee’s
review, which was published in its 2019 Annual Report, included recommendations on the issue
of diversity and inclusion in Canada’s security and intelligence community. The Committee
remains interested in diversity and inclusion and may, in the coming years, conduct another
review to track the community’s progress in this area.
6 Core responsibilities: planned results and resources, and key risks2021–22 Departmental Plan
Additionally, the Secretariat supports the Committee’s engagement with academics, non-
governmental experts and other civil rights actors to obtain a diverse range of perspectives on the
issues of national security and intelligence, and to discuss the interplay of rights, freedoms and
security.
Experimentation
Given the functions and responsibilities of the Secretariat, the organization does not engage in
experimentation activities
Key risk(s)
The NSICOP Act establishes the Committee’s mandate, right of access to information, and the
limitations to that right of access, among other things. Over the past three years, some
organizations delayed the provision of information or did not provide material relevant to the
review and within the scope of the Committee’s work and statutory rights of access. Should this
continue, the ability of the Committee to fulfill its statutory mandate will be compromised. In
mitigating the risk, the Secretariat will continue to engage members of these organizations to
clarify the Committee’s statutory right to receive information. In 2021, the Secretariat also
finalized the Committee’s procedures. These procedures provide departments with additional
information on the Committee’s work and assist in building productive working relationships.
Pursuant to the NSICOP Act, members of the Committee hold office until the dissolution of
Parliament. In a minority Parliament, there is a risk that the dissolution of Parliament would
interrupt or delay the completion of the Committee’s reviews.
Secretariat of the National Security and Intelligence Committee of Parliamentarians 72021–22 Departmental Plan
Planned results for Parliamentary review of national security and intelligence
activities
Departmental Departmental Target Date to 2017–18 2018–19 2019–20
result result achieve actual actual actual
indicator target result result result
Enhancing Committee’s The December Not Report Report
transparency annual report Committee’s 31, 2021 available delivered to delivered to
and delivered to annual the Prime the Prime
accountability the Prime report must Minister on Minister on
of the national Minister on or be delivered December August 30,
security before 31 in its entirety 21, 2018. 2019. Report
framework December (100%) to Report met met
each year. the Prime legislative legislative
Minister by requirements requirements
31
December.
This report
Committee’s must meet
annual report the
includes requirements
reviews it of
conducted in subsection
the preceding 21(1) of the
year NSICOP Act
Note: the actual result for 2017-2018 is listed as “not available” as NSICOP was established on
November 6, 2017. Its first annual report was delivered to the Prime Minister on December 21,
2018.
Financial, human resources and performance information for the Secretariat of the National
Security and Intelligence Committee of Parliamentarians’ program inventory is available in the
GC InfoBase. ii
8 Core responsibilities: planned results and resources, and key risks2021–22 Departmental Plan
Planned budgetary financial resources for Parliamentary review of national security
and intelligence activities
2021–22 budgetary 2021–22 2022–223 2023–24
spending (as indicated planned spending planned spending planned spending
in Main Estimates)
2,751,924 2,751,924 2,751,924 2,751,924
Financial, human resources and performance information for the Secretariat of the National
Security and Intelligence Committee of Parliamentarians’ program inventory is available in the
GC InfoBase. iii
Planned human resources for Parliamentary review of national security and
intelligence activities
2021–22 2022–23 2023–24
planned full-time equivalents planned full-time equivalents planned full-time equivalents
9.0 9.0 9.0
Financial, human resources and performance information for the Secretariat of the National
Security and Intelligence Committee of Parliamentarians’ program inventory is available in the
GC InfoBase. iv
Secretariat of the National Security and Intelligence Committee of Parliamentarians 92021–22 Departmental Plan 10 Core responsibilities: planned results and resources, and key risks
2021–22 Departmental Plan
Internal Services: planned results
Description
Internal Services are those groups of related activities and resources that the federal government
considers to be services in support of Programs and/or required to meet corporate obligations of
an organization. Internal Services refers to the activities and resources of the 10 distinct services
that support Program delivery in the organization, regardless of the Internal Services delivery
model in a department. These services are:
Management and Oversight Services
Communications Services
Legal Services
Human Resources Management Services
Financial Management Services
Information Management Services
Information Technology Services
Real Property Management Services
Materiel Management Services
Acquisition Management Services
Planning highlights
The Secretariat is entering its fourth year of operation and has refined its financial planning
methods and is more narrowly defining expenditures associated with its functions and activities.
Notably, the Secretariat is attributing the following expenses and activities to internal services:
the memoranda of understanding with the Privy Council Office for corporate, administrative and
security support; the memorandum of understanding with Shared Services Canada for
information technology services; and legal counsel. This approach will ensure greater
consistency with standard practice.
Planned budgetary financial resources for Internal Services
2021–22 budgetary 2021–22 2022–23 2023–24
spending (as indicated planned spending planned spending planned spending
in Main Estimates)
896,115 896,115 896,115 896,115
Secretariat of the National Security and Intelligence Committee of Parliamentarians 112021–22 Departmental Plan
Planned human resources for Internal Services
2021–22 2022–23 2023–24
planned full-time equivalents planned full-time equivalents planned full-time equivalents
1.0 1.0 1.0
12 Internal Services: planned results2021–22 Departmental Plan
Spending and human resources
This section provides an overview of the department’s planned spending and human resources
for the next three consecutive fiscal years and compares planned spending for the upcoming year
with the current and previous years’ actual spending.
Planned spending
Departmental spending 2018–19 to 2023–24
The following graph presents planned (voted and statutory) spending over time.
Departmental spending graph
4,000,000
3,500,000
3,000,000
2,500,000
Dollars
2,000,000
1,500,000
1,000,000
500,000
0
2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
Statutory 145,143 178,063 198,288 238,048 238,048 238,048
Voted 3,487,129 2,515,480 2,753,680 3,409,991 3,409,991 3,409,991
Total 3,632,272 2,693,543 2,951,968 3,648,039 3,648,039 3,648,039
The variances in year over year spending are attributable to three key factors. First, the
construction of the organization’s permanent facility was delayed in 2017-18 and the majority of
work pushed into 2018-19. As a result, the Secretariat moved funding from the 2017-18 fiscal
year into 2018-19 to ensure sufficient financial flexibility to address construction-related
expenditures. The majority of these costs were paid in 2018-19. Second, the comparative
decrease in spending in 2019-20 is attributable to the dissolution of the Committee following the
call of the 43rd general election in September 2019. Pursuant to the National Security and
Intelligence Committee of Parliamentarians Act, members of the Committee hold office until the
dissolution of Parliament, with new members reappointed within 60 days after the day on which
Parliament is summoned to sit. Therefore, the majority of the organization’s operational
activities in support of the Committee ceased for a four-month period within the 2019-20 fiscal
Secretariat of the National Security and Intelligence Committee of Parliamentarians 132021–22 Departmental Plan
year. Third, the comparative decrease in spending in 2020-21 is attributable to the COVID-19
pandemic and the government’s consequent stay-at-home orders, issued in March 2020. As a
result of these orders, the Committee met significantly less frequently, which in turn reduced
departmental spending associated with in-person meetings and travel expenses.
Budgetary planning summary for core responsibilities and Internal Services
(dollars)
The following table shows actual, forecast and planned spending for each of Secretariat of the
National Security and Intelligence Committee of Parliamentarians’ core responsibilities and to
Internal Services for the years relevant to the current planning year.
Core 2018–19 2019–20 2020–21 2021–22 2021–22 2022–23 2023–24
responsibilities expenditures expenditures forecast budgetary planned planned planned
and Internal spending spending (as spending spending spending
Services indicated in
Main
Estimates)
Parliamentary
review of
national security 3,369,320 2,083,895 2,230,711 2,751,924 2,751,924 2,751,924 2,751,924
and intelligence
activities
Subtotal 3,369,320 2,083,895 2,230,711 2,751,924 2,751,924 2,751,924 2,751,924
Internal
262,952 609,648 721,257 896,115 896,115 896,115 896,115
Services
Total 3,632,272 2,693,543 2,951,968 3,648,039 3,648,039 3,648,039 3,648,039
The Secretariat of the National Security and Intelligence Committee of Parliamentarians’
funding profile remains relatively constant year over year. Year over year variances pertain
primarily to the construction of the organization’s permanent facility and the dissolution of the
Committee, as explained above.
14 Spending and Human Resources2021–22 Departmental Plan
Planned human resources
The following table shows actual, forecast and planned full-time equivalents (FTEs) for each
core responsibility in the Secretariat of the National Security and Intelligence Committee of
Parliamentarians’ departmental results framework and to Internal Services for the years relevant
to the current planning year.
Human resources planning summary for core responsibilities and Internal Services
Core 2018–19 2019–20 2020–21 2021–22 2022–23 2023–24
responsibilities and actual actual forecast planned planned planned
Internal Services full-time full-time full-time full-time full-time full-time
equivalents equivalents equivalents equivalents equivalents equivalents
Assist the National
Security and
Intelligence
8.2 9.4 9.0 9.0 9.0 9.0
Committee of
Parliamentarians in
fulfilling its mandate
Subtotal 8.2 9.4 9.0 9.0 9.0 9.0
Internal Services 0.0 0.0 1.0 1.0 1.0 1.0
Total 8.2 9.4 10.0 10.0 10.0 10.0
The Secretariat of the National Security and Intelligence Committee of Parliamentarians’ human
resources profile reflects the timing of its full operationalization. In the 2018-19 fiscal year, the
Secretariat undertook a series of staffing actions to recruit a full staff complement of ten full-
time equivalents. In the 2019-20 fiscal year, the Secretariat operated with one vacancy and
implemented temporary measures to address this gap. The Secretariat is currently facilitating two
staffing competitions to ensure that it has a full staff complement of 10 full-time equivalents in
2020-21 and thereafter.
Estimates by vote
Information on the Secretariat of the National Security and Intelligence Committee of
Parliamentarians’ organizational appropriations is available in the 2021–22 Main Estimates. v
Secretariat of the National Security and Intelligence Committee of Parliamentarians 152021–22 Departmental Plan
Future-oriented Condensed statement of operations
The future-oriented condensed statement of operations provides an overview of the Secretariat of
the National Security and Intelligence Committee of Parliamentarians’ operations for 2020–21 to
2021–22.
The amounts for forecast and planned results in this statement of operations were prepared on an
accrual basis. The amounts for forecast and planned spending presented in other sections of the
Departmental Plan were prepared on an expenditure basis. Amounts may therefore differ.
A more detailed future-oriented statement of operations and associated notes, including a
reconciliation of the net cost of operations to the requested authorities, are available on the
Secretariat of the National Security and Intelligence Committee of Parliamentarians’ website.
Future-oriented Condensed statement of operations for the year ending
March 31, 2022 (dollars)
Financial information 2020–21 forecast 2021–22 planned Difference
results results (2021–22 planned
results minus
2020–21 forecast
results)
Total expenses 3,175,170 3,873,454 698,284
Total revenues 0 0 0
Net cost of operations 3,175,170 3,873,454 698,284
before government funding
and transfers
16 Planned Human Resources2021–22 Departmental Plan
Corporate information
Organizational profile
Appropriate minister(s): The Honourable Pablo Rodriguez, Leader of the Government in the
House of Commons
Institutional head: Sean Jorgensen (acting)
Ministerial portfolio: Privy Council Office
Enabling instrument(s): National Security and Intelligence Committee of Parliamentarians
Act vi
Year of incorporation / commencement: 2017
Raison d’être, mandate and role: who we are and what we do
The Secretariat’s core responsibility consists of assisting the National Security and Intelligence
Committee of Parliamentarians in fulfilling its mandate as outlined in Section 8(1) of the
NSICOP Act, which is to review:
• The legislative, regulatory, policy, administrative and financial framework for national
security and intelligence;
• Any activity carried out by a department that relates to national security or intelligence,
unless the activity is an ongoing operation and the appropriate Minister determines that the
review would be injurious to national security; and
• Any matter relating to national security or intelligence that a minister of the Crown refers to
the Committee.
The Secretariat ensures the Committee receives timely access to relevant, classified information
and strategic and expert advice in the exercise of Committee reviews. It assists in the
development of Committee reports and provides support to ensure compliance with security
requirements.
From a corporate accountability perspective and as required by section 3 of the NSICOP Act, the
Leader of the Government in the House of Commons is the designated Minister responsible for
the Secretariat.
“Raison d’être, mandate and role: who we are and what we do” is available on the Secretariat of
the National Security and Intelligence Committee of Parliamentarians’ website.
Secretariat of the National Security and Intelligence Committee of Parliamentarians 172021–22 Departmental Plan
Operating context
The establishment of NSICOP addressed an important gap in the review of Canada’s security
and intelligence community. Review in Canada previously centred on specific organizations and
did not contemplate wider issues. The specialized review apparatus focused individually on the
activities of CSIS, CSE and the RCMP. No entity previously had the authority, mandate or
capacity to ‘follow the thread’ of how information was shared or review an issue, activity or case
across those organizations or in the government more broadly.
The siloed nature of the review apparatus in Canada meant that there was no review across the
broader federal government to other organizations with security and intelligence responsibilities.
Furthermore, specialized review bodies primarily examined the legal compliance of activities,
but could not conduct strategic or framework reviews of the security and intelligence community
as a whole. Moreover, unlike its closest allies, Canada did not have a parliamentary or legislative
review body with access to classified information that could examine national security and
intelligence organizations.
The establishment of NSICOP in 2017 and the subsequent creation of the National Security and
Intelligence Review Agency (NSIRA) in 2019 address these gaps. Both review bodies may
conduct reviews of any organization with a security and intelligence mandate; may follow the
thread of information or investigations across organizations; and review issues from an
interdepartmental lens. The review bodies have compatible but different mandates: NSICOP’s
mandate is to conduct high-level strategic or framework reviews and enables Parliamentarians to
scrutinize the security and intelligence activities of the state, while NSIRA’s mandate is focused
on legal compliance reviews.
Information on the operating context is available on the Secretariat of the National Security and
Intelligence Committee of Parliamentarians’ website.
18 Corporate information2021–22 Departmental Plan
Reporting framework
The Secretariat of the National Security and Intelligence Committee of Parliamentarians’
approved departmental results framework and program inventory for 2020–21 are as follows.
Core Responsibility: Parliamentary review of national security and Internal
intelligence activities. Services
Departmental Results Framework
The core responsibility of the Secretariat is to ensure Parliamentary
review of national security and intelligence activities in Canada
thereby contributing to enhanced transparency and accountability of
the national security framework.
Departmental Result: Indicator: Committee’s annual
Enhancing transparency and report delivered to the Prime
accountability of the national Minister on or before 31
security framework. December each year.
Indicator: Committee’s annual
report includes reviews it
conducted in the preceding year.
Program: Reviews
Inventory
Program
Secretariat of the National Security and Intelligence Committee of Parliamentarians 192021–22 Departmental Plan
Changes to the approved reporting framework since 2019–20
The title of the Secretariat’s core responsibility was changed in 2021-22 from “Assist the
National Security and Intelligence Committee of Parliamentarians in fulfilling its mandate” to
“Parliamentary review of national security and intelligence activities.” This change was made to
respect the organization’s first Departmental Results Framework. The change did not result in
any substantive changes to the Secretariat’s reporting framework or structure, and the Secretariat
will continue to achieve its planned results as it has in previous years.
Reason
Structure 2021-22 2020-21 Change for
change
Assist the National Security and
Parliamentary review of national
CORE Intelligence Committee of Title
security and intelligence Note 1
RESPONSIBILITY Parliamentarians in fulfilling its change
activities.
mandate
Note 1 Respects the organization's first Departmental Results Framework.
20 Corporate information2021–22 Departmental Plan
Supporting information on the program inventory
Supporting information on planned expenditures, human resources, and results related to the
Secretariat of the National Security and Intelligence Committee of Parliamentarians’ program
inventory is available in the GC InfoBase. vii
Supplementary information tables
The following supplementary information tables are available on the Secretariat of the National
Security and Intelligence Committee of Parliamentarians’ website:
Departmental Sustainable Development Strategy viii
Gender-based analysis plus ix
Federal tax expenditures
The Secretariat of the National Security and Intelligence Committee of Parliamentarians’
Departmental Plan does not include information on tax expenditures that relate to its planned
results for 2021–22.
Tax expenditures are the responsibility of the Minister of Finance, and the Department of
Finance Canada publishes cost estimates and projections for government-wide tax expenditures
each year in the Report on Federal Tax Expenditures. x This report provides detailed information
on tax expenditures, including objectives, historical background and references to related federal
spending programs, as well as evaluations, research papers and gender-based analysis. The tax
measures presented in this report are solely the responsibility of the Minister of Finance.
Organizational contact information
Secretariat of the National Security and Intelligence Committee of Parliamentarians
P.O. Box 8015, Station “T”
Ottawa, Ontario
K1G 5A6
Contact the Secretariat online. xi
Secretariat of the National Security and Intelligence Committee of Parliamentarians 212021–22 Departmental Plan 22 Corporate information
2021–22 Departmental Plan
Appendix: definitions
appropriation (crédit)
Any authority of Parliament to pay money out of the Consolidated Revenue Fund.
budgetary expenditures (dépenses budgétaires)
Operating and capital expenditures; transfer payments to other levels of government,
organizations or individuals; and payments to Crown corporations.
core responsibility (responsabilité essentielle)
An enduring function or role performed by a department. The intentions of the department with
respect to a core responsibility are reflected in one or more related departmental results that the
department seeks to contribute to or influence.
Departmental Plan (plan ministériel)
A report on the plans and expected performance of a department over a 3-year period.
Departmental Plans are tabled in Parliament each spring.
departmental priority (priorité ministérielle)
A plan or project that a department has chosen to focus and report on during the planning period.
Departmental priorities represent the things that are most important or what must be done first to
support the achievement of the desired departmental results.
departmental result (résultat ministériel)
A consequence or outcome that a department seeks to achieve. A departmental result is often
outside departments’ immediate control, but it should be influenced by program-level outcomes.
departmental result indicator (indicateur de résultat ministériel)
A factor or variable that provides a valid and reliable means to measure or describe progress on a
departmental result.
departmental results framework (cadre ministériel des résultats)
A framework that consists of the department’s core responsibilities, departmental results and
departmental result indicators.
Departmental Results Report (rapport sur les résultats ministériels)
A report on a department’s actual accomplishments against the plans, priorities and expected
results set out in the corresponding Departmental Plan.
experimentation (expérimentation)
The conducting of activities that seek to first explore, then test and compare, the effects and
impacts of policies and interventions in order to inform evidence-based decision-making, and
Secretariat of the National Security and Intelligence Committee of Parliamentarians 232021–22 Departmental Plan
improve outcomes for Canadians, by learning what works and what doesn’t. Experimentation is
related to, but distinct form innovation (the trying of new things), because it involves a rigorous
comparison of results. For example, using a new website to communicate with Canadians can be
an innovation; systematically testing the new website against existing outreach tools or an old
website to see which one leads to more engagement, is experimentation.
full-time equivalent (équivalent temps plein)
A measure of the extent to which an employee represents a full person-year charge against a
departmental budget. Full-time equivalents are calculated as a ratio of assigned hours of work to
scheduled hours of work. Scheduled hours of work are set out in collective agreements.
gender-based analysis plus (GBA+) (analyse comparative entre les sexes plus [ACS+])
An analytical process used to assess how diverse groups of women, men and gender-diverse
people experience policies, programs and services based on multiple factors including race,
ethnicity, religion, age, and mental or physical disability.
government-wide priorities (priorités pangouvernementales)
For the purpose of the 2021–22 Departmental Plan, government-wide priorities refers to those
high-level themes outlining the government’s agenda in the 2020 Speech from the Throne,
namely: Protecting Canadians from COVID-19; Helping Canadians through the pandemic;
Building back better – a resiliency agenda for the middle class; The Canada we’re fighting for.
horizontal initiative (initiative horizontale)
An initiative in which two or more federal organizations are given funding to pursue a shared
outcome, often linked to a government priority.
non-budgetary expenditures (dépenses non budgétaires)
Net outlays and receipts related to loans, investments and advances, which change the
composition of the financial assets of the Government of Canada.
performance (rendement)
What an organization did with its resources to achieve its results, how well those results compare
to what the organization intended to achieve, and how well lessons learned have been identified.
performance indicator (indicateur de rendement)
A qualitative or quantitative means of measuring an output or outcome, with the intention of
gauging the performance of an organization, program, policy or initiative respecting expected
results.
24 Appendix2021–22 Departmental Plan
performance reporting (production de rapports sur le rendement)
The process of communicating evidence-based performance information. Performance reporting
supports decision-making, accountability and transparency.
plan (plan)
The articulation of strategic choices, which provides information on how an organization intends
to achieve its priorities and associated results. Generally a plan will explain the logic behind the
strategies chosen and tend to focus on actions that lead up to the expected result.
planned spending (dépenses prévues)
For Departmental Plans and Departmental Results Reports, planned spending refers to those
amounts presented in the Main Estimates.
A department is expected to be aware of the authorities that it has sought and received. The
determination of planned spending is a departmental responsibility, and departments must be
able to defend the expenditure and accrual numbers presented in their Departmental Plans and
Departmental Results Reports.
program (programme)
Individual or groups of services, activities or combinations thereof that are managed together
within the department and focus on a specific set of outputs, outcomes or service levels.
program inventory (répertoire des programmes)
Identifies all of the department’s programs and describes how resources are organized to
contribute to the department’s core responsibilities and results.
result (résultat)
An external consequence attributed, in part, to an organization, policy, program or initiative.
Results are not within the control of a single organization, policy, program or initiative; instead
they are within the area of the organization’s influence.
statutory expenditures (dépenses législatives)
Expenditures that Parliament has approved through legislation other than appropriation acts. The
legislation sets out the purpose of the expenditures and the terms and conditions under which
they may be made.
strategic outcome (résultat stratégique)
A long-term and enduring benefit to Canadians that is linked to the organization’s mandate,
vision and core functions.
Secretariat of the National Security and Intelligence Committee of Parliamentarians 252021–22 Departmental Plan
target (cible)
A measurable performance or success level that an organization, program or initiative plans to
achieve within a specified time period. Targets can be either quantitative or qualitative.
voted expenditures (dépenses votées)
Expenditures that Parliament approves annually through an Appropriation Act. The vote wording
becomes the governing conditions under which these expenditures may be made.
26 Appendix2021–22 Departmental Plan
Endnotes
i. National Security and Intelligence Committee of Parliamentarians, www.nsicop-cpsnr.ca
ii. GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
iii. GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
iv. GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
v. 2019–20 Main Estimates, https://www.canada.ca/en/treasury-board-secretariat/services/planned-
government-spending/government-expenditure-plan-main-estimates.html
vi. National Security and Intelligence Committee of Parliamentarians Act, https://laws-
lois.justice.gc.ca/eng/acts/N-16.6/FullText.html
vii. GC InfoBase, https://www.tbs-sct.gc.ca/ems-sgd/edb-bdd/index-eng.html#start
viii. Departmental Sustainable Development Strategy, https://www.canada.ca/en/secretariat-national-security-
intelligence-committee-parliamentarians/corporate/transparency/departmental-plan/2021-
2022/departmental-sustainable-development-strategy.html
ix. Gender-based analysis plus, https://www.canada.ca/en/secretariat-national-security-intelligence-committee-
parliamentarians/corporate/transparency/departmental-plan/2021-2022/gender-based-analysis-plus.html
x. Report on Federal Tax Expenditures, https://www.canada.ca/en/department-
finance/services/publications/federal-tax-expenditures.html
xi. Contact Us, https://www.canada.ca/en/secretariat-national-security-intelligence-committee-
parliamentarians/corporate/contact-us.html
Secretariat of the National Security and Intelligence Committee of Parliamentarians 27You can also read
